This resonates—especially the point that the failure is governance, not awareness.
One missing layer, though, is the distinction between corporate governance and asset governance. Public markets and diversified ownership make accountability inherently diffuse, even with better boards.
In my experience, durable alignment only emerges where control, duration, and economics are designed together at the asset level—particularly in long-cycle systems like land, food, and biology—where incentives can’t be externalised or traded away.
Curious whether you see real progress coming from reforming corporate structures, or whether the answer increasingly lies in purpose-built ownership models outside traditional public-company frameworks.
This resonates—especially the point that the failure is governance, not awareness.
One missing layer, though, is the distinction between corporate governance and asset governance. Public markets and diversified ownership make accountability inherently diffuse, even with better boards.
In my experience, durable alignment only emerges where control, duration, and economics are designed together at the asset level—particularly in long-cycle systems like land, food, and biology—where incentives can’t be externalised or traded away.
Curious whether you see real progress coming from reforming corporate structures, or whether the answer increasingly lies in purpose-built ownership models outside traditional public-company frameworks.
Thanks for the comment and yes agree we need more purpose focused ownership models!